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Copyright 2013Š The National University of Malaysia
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Engagement Australia Visiting Scholar Programme on University-Community Engagement 11th – 20th March 2013
Leading Community Engagement at an Institutional Level Prof. Dato’ Dr. Saran Kaur Gill Deputy Vice Chancellor (Industry & Community Partnerships), Universiti Kebangsaan Malaysia & Executive Director, AsiaEngage (ATNEU, AUN-USRS & AYVP)
The Art of Collaboration
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Community Engagement across Australia, Malaysia and ASEAN • Community Engagement is not new • What is relatively new and more difficult are efforts to coordinate, systematize and professionalize community engagement
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Challenges in Moving Forward the Field of Community and Industry Engagement “the lack of support across national and institutional systems, a gap between strategic plans and operational systems, lack of funding streams and promotional recognition and lack of capacity building to develop qualities essential for engagement.� Goddard & Puukka, 2008 and Goddard & Vallance, 2010
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Establishment of the Industry and Community Partnerships Portfolio Vice Chancellor
Deputy Vice Chancellor Academic & Internationalization
Deputy Vice Chancellor Research & Innovation
Deputy Vice Chancellor Student Affairs & Alumni
Established by the Ministry of Higher Education Malaysia on the 1st of Sept 2007 2013/UKM/HEJIM/Saran
Deputy Vice Chancellor Industry & Community Partnerships
Service ‘Service’ as the third mission of the university focuses on an act of helpful activity; help; aid: to do someone a service, what is involved in volunteerism and this is extremely valuable for ensuring that we give with our hearts, hands and minds back to society.
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Clarity of Conceptualisation It is a challenge “to rid ourselves of the old paradigm of “community service” that keep us captive and to arrive at a more reciprocal concept that emphasises partnership and mutual benefit.” (Botman, H.R. 2010. At the Talloires Network Conference. Bellagio, Italy)
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Service vs. Engagement • The term 'Service' is not broad enough to sufficiently encompass and capture the diverse range of activities and initiatives which involve engagement with industry and communities which encompasses the richness of knowledge exchange, carried out with various multi-sectoral partners in mutually beneficial ways. • This area of industry and community engagement should not be regarded as the third mission – its value is maximized through integration by supporting and enriching the core missions of the university – research, education and service (volunteerism). 2013/UKM/HEJIM/Saran
Establishment of the Industry and Community Partnerships Portfolio Vice Chancellor
Deputy Vice Chancellor Academic & Internationalization
Deputy Vice Chancellor Research & Innovation
Deputy Vice Chancellor Student Affairs & Alumni
Established by the Ministry of Higher Education Malaysia on the 1st of Sept 2007 2013/UKM/HEJIM/Saran
Deputy Vice Chancellor Industry & Community Partnerships
The Industry and Community Partnerships Portfolio @UKM Engagement Offices: • Industry Liaison Office
Deputy Vice Chancellor Industry & Community Partnerships
• Office of University – Community Partnerships • Chancellor’s Foundation AsiaEngage: • ATNEU • AUN USR&S • AYVP Faculties/Institutes: • Heads of Industry & Community Partnerships
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Governance Eco-System for Engagement
Driving Engagements Across Research, Education & Service 2013/UKM/HEJIM/Saran
“… DO NOT DELEGATE and ABDICATE. …. You need to see the process of
developing partnerships with external stakeholders through, until they are ready to be implemented by the respective offices with clear guidelines, roles and responsibilities delineated.” (verbal communication, 2008)
Sir David Watson former Vice Chancellor, University of Brighton, UK 2013/UKM/HEJIM/Saran
Style of Leadership
“What does it mean to lead in this portfolio?”
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Style of Leadership
“work with us and we would be able to add value and strength to what we will be able to do for you and society”
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The Value Of Stewardship in Driving University-Industry and Community Engagement
“to exercise stewardship to coordinate and handle actors and interactions not under their full control but critical to the performance of the sector.� (The World Bank: 2012)
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Policy Guidelines for Effective Stakeholder Engagement
Guidelines for Carrying out Sustainable and Productive Industry and Community Engagement at UKM Engagement Policy Guidelines Document
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Engagement Policy Guidelines Between UKM and External Stakeholders (Industry/NGOs/Govt. Agencies, Communities)
Engagement Planning
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Preparation and Negotiation
Finalizing Engagement
Implementation, Monitoring and Reporting and Gaining feedback from external partners
Promotional Criteria • The major challenge for institutions of higher learning is not preaching to the converted but persuading those driven by traditional promotion criteria that there is value, relevance and excitement in engaging with community and industry partners to enhance research, teaching and service. • Initiating, developing and sustaining relationships with external stakeholders is very rewarding but time-consuming and takes academics away from their core business of being an academic as it is framed with present promotional criteria. • Until and unless we can work into promotional criteria the value of these efforts of building up relationships and the valuable outcomes, it will just be confined to those who are passionate and committed and it will be an uphill struggle to create impact across the university 2013/UKM/HEJIM/Saran
Promotional Criteria
Research & Innovation 50%
Teaching & Learning 30%
Industry & Community Engagement
Service & Admin 20%
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Scholarship of Engagement and Capacity Enhancement “An important challenge therefore is to understand how to shape programmes of community-based engagement so that they are philosophically and conceptually located within the core functions of the university. This would be different from supporting them from the edge to the centre. The one way of doing this is by placing community-based engagement firmly within a knowledge production framework so that the kinds of knowledge production and knowledge dissemination in community-based engagement activities are in competition with ‘high’ knowledge – knowledge that forms the basis of a traditional university.” (Ahmed C. Bawa, 2007:59) 21
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The Systematisation and Coordination of Industry and Community Engagement • To measure the level and quality of industry and community engagement in Faculties and Institutes as well as the whole university. • If needed, to allow us to provide necessary intervention (capacity building , resources,) to enhance the quality of ICE.
• To generate information for the reward and recognition system for academic/non-academic staff with regards to the industry and community engagement (Performance Evaluation, Engagement Awards and promotion criteria). • To increase the visibility and disseminate information of industry and community engagement initiatives within the university as well as to internal and external media. 22
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Capacity Building for Effective Industry and Community Engagement through Meaningful, Organised and Impactful Training Systems and processes for effective stakeholder engagement
Research-driven Community Engagement
Example of Areas Skills and competencies to access funding for industry and community engagement
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Examining the social impact of community engaged projects
Blueprint for the Nation INDUSTRY-COMMUNITY ENGAGEMENT DEPUTY VICE CHANCELLORS’ WORKSHOP: The Roles, Functions, Governance & Rewards Systems and Funding Support For University-IndustryCommunity Engagement In Malaysian Public Universities 9th – 10th January 2013
Main Outcome: The Secretary-General for the Ministry of Higher Education has recommended for a Comprehensive and Strategic Blueprint for Industry and Community Engagement to be developed which can be applied across the nation for all public universities. 2013/UKM/HEJIM/Saran
Creating multiplier effect and synergies in Community and Industry Engagement across ASEAN and Asia through regional platforms
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A Powerful Collaboration to Engage ASEAN & Asia The Asia-Talloires Network of Engaged Universities (ATNEU) was formed in January 2011 as a regional partner of the Talloires Network, a global association of over 200 institutions in 59 countries committed to strengthening the civic roles and social responsibilities of higher education globally.
The ASEAN University Network’s thematic network for University Social Responsibility & Sustainability was endorsed in July 2011, as an enabling mechanism to achieve greater regional cooperation amongst the higher education institutions in ASEAN, to contribute to the social, economic and environmental development of the region.
The proposal to establish the ASEAN Youth Volunteers Programme (AYVP) was presented during the ASEAN Senior Officials Meeting on Youth (SOMY) in Hanoi, Vietnam on 18 October 2011, endorsed by the Minister of Youth and Sports, Dato’ Sri Ahmad Shabery Cheek during the Seventh ASEAN Ministerial Meeting on Youth (AMMY VII) on 20 October 2011 and approved by the Malaysian Cabinet on 20 April 2012
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A Powerful Collaboration to Engage ASEAN & Asia
AsiaEngage ATNEU
AUNUSR&S
AYVP
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BEIJING FORUM : November 2nd-4th , 2012 Keynote Address by Former President of India DR APJ ABDUL KALAM
“The Evolution of a Peaceful and Prosperous Planet Earth”
A key message – we need to work on global platforms made up of a network of universities, private sector and communities – researching and synergizing core competencies to find knowledge-driven solutions in a multinational manner.
Forging Mutually Beneficial Partnerships Between ASEAN and Australia
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Thank You
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